Thank you so much - our Motivation class sealed the deal on where I want to take this venture and gave me the confidence and inspiration to take the leap. Let's just say I'm extremely intrinsically motivated to build something that will help both companies learn how to inspire and motivate their people (and achieve their goals!!!)
One thing that really resonated with me is that, within an organization, the official announcement of a change is often presented as the conclusion of a decision, when for those experiencing it, the real transformation is only beginning.
Much of the technology needed to simplify processes, automate tasks, and transform how we work already exists. However, having the right tools available does not mean an organization is ready to adopt them. Sometimes we do resist change, especially when it disrupts familiar ways of working, creates uncertainty, or feels like something happening to us without a clear understanding of why.
That resistance is not always expressed openly. It can show up as silence, low adoption, reduced initiative, or simply continuing to work as before, even when the new technology is already available.
That is why I believe buy-in cannot simply be requested after everything has already been decided. It is built by allowing people to participate, ask questions, and see themselves reflected in the change. Perhaps many transformations fail not because the technology is insufficient, but because people never felt they were truly part of the transformation.
Spot on Angel - resistance is rarely visible. It shows up quietly. The challenge for leaders is to understand the impact of bypassing employee buy-in in the design. It feels that soliciating feedback will slow down the project, but the real delays and failures happen on the backend. Rebuilding a poorly-designed strategy takes a lot longer than spending time up front and building it right from the get go.
I am proud of you! I cannot wait to see where this takes you.
Thank you so much - our Motivation class sealed the deal on where I want to take this venture and gave me the confidence and inspiration to take the leap. Let's just say I'm extremely intrinsically motivated to build something that will help both companies learn how to inspire and motivate their people (and achieve their goals!!!)
One thing that really resonated with me is that, within an organization, the official announcement of a change is often presented as the conclusion of a decision, when for those experiencing it, the real transformation is only beginning.
Much of the technology needed to simplify processes, automate tasks, and transform how we work already exists. However, having the right tools available does not mean an organization is ready to adopt them. Sometimes we do resist change, especially when it disrupts familiar ways of working, creates uncertainty, or feels like something happening to us without a clear understanding of why.
That resistance is not always expressed openly. It can show up as silence, low adoption, reduced initiative, or simply continuing to work as before, even when the new technology is already available.
That is why I believe buy-in cannot simply be requested after everything has already been decided. It is built by allowing people to participate, ask questions, and see themselves reflected in the change. Perhaps many transformations fail not because the technology is insufficient, but because people never felt they were truly part of the transformation.
Spot on Angel - resistance is rarely visible. It shows up quietly. The challenge for leaders is to understand the impact of bypassing employee buy-in in the design. It feels that soliciating feedback will slow down the project, but the real delays and failures happen on the backend. Rebuilding a poorly-designed strategy takes a lot longer than spending time up front and building it right from the get go.